Item ID ECO match Stem and Question

Number
Agile
Hybrid
Predictive
X - Agnostic

X00603 2.15 A project has been initiated, and the project team is ready
to get to work, but all their vendor contracts are stuck in
procurement. Which two actions should the project
manager take? (Choose 2)

X00604 2.11 A newly qualified vendor may be used for an upcoming

project. While discussing required services, the vendor
tells the project manager they need equipment costs paid
directly.

What should the project manager do?

X00606 2.9 A project has just been initiated. It has two key
stakeholders and should be completed within 18 months.
Stakeholder A wants to complete work early—in 14
months—and proposes saving time by using an untested
technology during development. Stakeholder B prefers
staying within the 18-month timeline and using a proven
technology.

What should the project manager do?

X00607 1.3 A project manager joins a company and takes on two
projects, but soon realizes that team governance is
lacking. Team members are not responding to emails or
following the set work plans.

What should the project manager do first?

X00608 1.1 A complex project involves the sponsoring company,

1.12 three other companies, and the main customer. During
the current development phase, an issue arises, leading
to multiple accusatory and frustrated emails exchanged
between all parties.

What should the project manager do first?

X00609 1.7 A global fashion house is planning next season’s product

line and initiates a project to create media buzz before
Fashion Week. The team launches a social media
campaign. One team member publishes one of the top-
secret designs on their personal social media feed.

The project manager speaks with the team member about

the breach and the team member apologizes, explaining
they had hoped to generate publicity. However,
competitors pounce on the opportunity and a costly
mistake is made.

Which three actions should the project manager take to

safeguard the future of the project? (Choose 3)
A00610 1.2 A project is researching and exploring a new biomedical
technology. The external market conditions are complex
and highly regulated. While the team has worked in
similar conditions before, the timeline for delivery is
aggressive.

How should the project manager motivate this team?

X00612 2.13 A very customer-oriented ski apparel manufacturer is

creating next season’s designs. Manufacturing must start
in 60 days. For publicity, they create a customer
campaign called “Design my perfect ski suit.” The social
media post gets more than 1 million responses.

Which development approach should the project team

consider using?

H00613 1.9 A project in a large hospital has the goal of determining

the best schedule to upgrade and automate some of the
daily cleaning tasks required by law. The team is using
adaptive development loops to test possible schedules.
The intensive care unit (ICU) director has been openly
resistant to the project, saying the cleaning machines
disturb patients and prevent clinicians from being able to
work properly. The director wants to continue using the
current, nonautomated method.

The project team logged this issue in the issue log, but the
director continues to refuse access to the team, escalating
the disturbance to leadership.

Which two actions should the project manager take?

(Choose 2)
X00616 1.1 A project team is working 24-hour days in shifts under
hazardous conditions to train an operations team at an
offshore plant. To ensure safety, one team member on
each shift personally hands off the notes to the next shift.
The system works until team member A complains that
they worked more night shifts than everyone else. The
project manager checks the rota for the last 3 weeks. The
scheduler has made an error, and team member A has
worked more night shifts than was planned.

Which two actions should the project manager take to

resolve the problem? (Choose 2)

X00618 1.9 Under a United Nations (UN) program, several countries

will receive funding to establish wind energy generation.
In country A, a project team is assigned, and they begin
stakeholder engagement. The country A stakeholders list
18 benefits they would like the project to realize. The
project team is overwhelmed by the number of benefits
requested.

Which two actions should the project team take? (Choose

2)

X00619 3.1 A project manager is hired to lead a project with an

international pharmaceutical company. The project is in
the planning stage and must adhere to a strict budget and
timeline to beat competitors to market. While reviewing
the project initiation documents, the project manager
realizes that cost and schedule estimations for a required
regulatory review have not been completed.

Which two actions should the project manager take?

(Choose 2)
H00620 2.8 A software development project is using a hybrid
development approach to apply the cost and schedule
controls mandated by the project sponsor. The project
team has just completed its second iteration 3 days earlier
than planned.

Which two actions should the project team take? (Choose

2)

P00621 1.2 A project manager is having difficulty motivating the team

to perform a certain task. The team members say the task
is repetitive and requires low skill.

Which three options should the project manager consider

to lead this team? (Choose 3)

P00622 2.6 A 10-month site development project started on 1

January. The current performance is as follows:

* The schedule performance index (SPI) is 1.2.

* 80% of the work is complete.
* The planned value of the project is US$100,000.
* The cost performance index (CPI) is 1.1.

Which option identifies the current time and actual cost

(AC)?

X00623 2.17 A project team is working on a software development

project. As the project nears completion, the team needs
to determine if the product is ready for delivery.

Which two actions should the team take? (Choose 2)

X00624 1.12 During a virtual team meeting with a customer, one team
member is talking over others, making inappropriate
jokes, and eating on camera. Which approach should the
project manager take?

X00625 3.3 An established airline has been losing money for a

decade, so they are creating a new budget airline service.
Three other budget airlines have failed in this market.
Though it is a significant risk for the business, the project
sponsor is highly enthusiastic, and the stakeholders
confidently forecast that, with careful planning, controls,
and oversight, the project can succeed by meeting
customer requirements. The project manager decides to
use a predictive development approach to ensure tight
controls and oversight, especially on budget and quality.

Which two options will most likely be the most challenging

for this project manager because of the choice to use a
predictive approach? (Choose 2)

X00626 3.3 A chocolate manufacturing company discovers that one of

its suppliers has violated an international law, engaging in
prohibited labor practices to reduce costs. The company
authorizes a project to correct the supply chain and
address the negative publicity. The project manager has
met with stakeholders and created a list of requirements.

Which two requirements should the project manager

consider for this project? (Choose 2)
A00627 2.11
An agile project team is facilitating three projects within an
organization that has a fixed annual operational budget for
the projects. Which three options should the team
consider using when creating vendor contracts? (Choose
3)

X00628 1.8 A project team is coordinating accommodation for teams

attending next year’s global sporting event. Team
members will stay in newly built accommodation, while the
coaching staff—an estimated additional 2,000 persons—
will be accommodated in a mix of housing stock nearby,
including several hotels, university dormitories, and
privately owned properties.

The team is negotiating lease agreements for the

coaching staff accommodation. What should the team do
first?

X00629 1.2 A highly skilled and valued team member seems to

2.3 frequently be in trouble with human resources (HR). The
issues are confidential, but the situation is impacting other
team members in a negative way. However, the team’s
performance has not yet been affected.

What should the project manager do?

X00630 1.9 A project team member reports that environmental issues

at the job site are causing emotional and physical distress
to residents and businesses in the surrounding
community. The team spends a significant amount of time
each morning speaking to community members,
explaining and rectifying impacts of the site construction.

Which engagement strategy should the project team have

used for these stakeholders?
X00631 2.15 A project team has intermittent problems with
transportation to a remote site. Work is scheduled for an
18-month interval that includes only one rainy season to
minimize the impact. However, now the site has been
overrun by invasive weeds. Specialists are needed to
inspect the site, but the timeline has been impacted and
the project is in danger of being derailed.

How should the project team handle this situation?

X00635 3.3 A competitor company has accused a project of an

intellectual property (IP) violation, specifically use without
permission. In a letter addressed to the CEO, the
competitor company’s lawyer demands surrender of the
prototypes and all collateral containing the IP. The project
sponsor encourages the project manager to keep working
and deliver the product as planned.

What should the project manager do?

 Key Option A Option B

B, C Add a risk to the risk log. Escalate the authorization of

the contracts to the project
sponsor.

A Use the organizational Tailor a statement of work

procurement process. (SOW) to include payment
for direct costs.

C Perform a cost-benefit Create a project schedule for

analysis of the two scenarios the 18-month timeline, tailor
and submit the analysis to all it with agile test iterations for
project stakeholders for a the untested technology and
decision. record any achieved time
savings in the lessons
learned.
C Confirm the structure for Engage organizational
project teams with the project stakeholders to understand
management office (PMO). the company culture.

C Analyze the issue internally Escalate the issue to senior

and respond directly to each management within the
email individually, clarifying sponsoring company
the project's position. immediately and await their
instructions.

A,C,D Revise the team charter and Update the compliance

review organizational rules. requirements for the project.
D Empower team members to Provide guidance and
use a fail-fast approach to support to the team while
deliver results and value they work in timeboxed
quickly. iterations.

A A hybrid approach with an An adaptive approach to

iterative design phase and optimize learning from the
plan-based implementation customer feedback

B, E Mark the issue in the issue Call a meeting of the

log using a red flag for the concerned stakeholders to
highest importance. discuss the problem.
A,D Apologize to team member A Ask the team to sit together
and coach the scheduler on and make their own rota.
the criticality of the schedule.

C, E Work iteratively to Prepare a quality policy for

incorporate stakeholder the project, including the
feedback and measure desired benefits and metrics.
progress on benefits delivery.

B, E Create a change request to Inform the project sponsor

add the review. immediately.
A, E Spend the extra time clearing Hold a retrospective early
technical debt. and take the time off.

C, D, E Ask management to launch Plan the work incrementally

an incentivization program. with clear milestones.

B It is August and the AC is It is July and the AC is less

US$100,000. than US$80,000.

A, B Validate the deliverables Verify that the deliverables

meet customer acceptance. through quality control
measures.
D Ask everyone to turn off their Make a lighthearted
cameras and mute their comment, try to ignore the
microphones to avoid the behavior, and continue the
problem and continue the meeting.
meeting.

A, D Balancing controls and Dealing with an enthusiastic

oversight with changing project sponsor and active
customer requirements stakeholders

A, C Establish guidelines for new Create a campaign to

suppliers working with reimagine the company’s
internal stakeholders in the public profile and social
procurement and legal media.
departments.
A, C, D Master service agreement Fixed-price contracts for all
(MSA) to capture fixed items vendors

A Determine the specific Create a lease agreement

accommodation template and obtain
requirements for the validation from the budget
coaching staff. stakeholders.

D Monitor the situation with a Plan a team-building event.

proactive approach.

B Circulate project information Hold open “town hall”

to local stakeholders in the meetings to discuss the
mail (postal service). project with stakeholders.
A Prioritize the issues Escalate the situation to the
according to their impacts to project sponsor.
scope, schedule, cost, and
quality.

D Stop all work until the legal Meet with the team to decide
issue is resolved. on continuing the work.
 Option C Option D Option E

Note the delay as an issue in Create contracts to be Pay vendors from the project
the issue log. authorized by the project. contingency budget.

Conduct a risk analysis for Use a fixed-price contract

this situation. with incentive fees.

Determine the viability of Interview subject matter

prioritizing the potential time experts (SMEs) on the
savings with the added risk untested technology to
and cost of the untested determine its feasibility for
technology by reviewing the this project.
critical path and schedule
compression options.
Engage the team to conduct Review the project charters.
a thorough analysis to
identify gaps and
improvement opportunities.

Work with internal Search through the emails to

stakeholders to identify the determine which party is
root cause of the issue and causing the disruption and
host a virtual meeting with all resolve the conflict.
stakeholders to find a
resolution.

Instruct the designers to Log the issue and record it in Restrict team member
create new designs lessons learned. access to confidential
immediately. material.
Share daily reminders of the Ensure product vision and
timeline and milestones roadmap development is
informally in the team chat. done collaboratively with the
product owner and team.

An iterative approach using A predictive approach with a

several timeboxed iterations controlled scope that is
to create prototypes progressively elaborated

Escalate the issue to the Run a simulation of the work Conduct an observation of
project sponsor to deliver a related to the ICU as a conditions in the ICU to
final decision. workaround for the test. further clarify the
requirements.
Apply a temporary solution Discuss the challenges of the Record the incident and
until the scheduler can schedule with the whole solution in the lessons
correct the error. team and decide on a better learned register.
practice for scheduling.

Work with the stakeholders Codevelop key performance Define success criteria for
to better understand their indicators (KPIs) for the the benefits delivery with the
needs. proposed benefits with the key stakeholders.
stakeholders.

Ask the organization’s Perform a cost of quality Determine the cost and
compliance team to complete (CoQ) analysis. schedule impacts.
the review.
Use the time to get ahead for Document the time and cost Adjust or tailor the iteration
the next iteration. savings and note the change planning estimation process.
in velocity.

Remind the team of their Empower the team to Delegate the task to a junior
responsibility to complete the innovate under the condition team member and offer them
work. that they get the work done. a growth opportunity soon.

It is June and the AC is It is July and the AC is more

US$100,000. than US$80,000.

Build a prototype or create a Define product changes by Perform project closure and
storyboard for testing. checking the product benefits verification.
backlog.
Take control of the meeting Send a private chat message
by asking people to raise to the team member to turn
their hands for permission to off the camera while eating
speak. and keep communications
relevant, then follow up with
a face-to-face meeting.

Managing the overall project Keeping up with customer Defining quality metrics
risk demands in a competitive
market

Conduct a cost-benefit Collaborate with the supplier Take legal action against the
analysis to identify how the to make the necessary vendor.
company can maintain changes to their labor source
sustainability and still be and continue with the current
profitable. supplier.
Schedule of services for Statement of work (SOW) for Contingency funding in the
variable items each vendor project budgets

Identify the time, cost, and Perform an assessment of

quality constraints for the the available housing stock.
accommodation.

Schedule regular team Have a private meeting with

retrospectives. the team member.

Erect signage at the project Post the required legal

site 3 months before notices in the local
beginning work. newspaper.
Wait for the specialists to Accept the schedule
inspect and advise. extension and the incurred
cost.

Initiate a cost-benefit Consult a legal subject

analysis. matter expert (SME) about
the alleged violation.
 Feedback and Rationale

The project manager should recognize the situation as an issue and log it in the issue log. Because the iss
is related to an organizational department, escalation to the project sponsor is appropriate.

This is not a risk; it is an issue, because the contracts are not signed, and work needs to start. If the projec
manager acts on the contracts from within the project, this will create further risks. Always take the steps
within your authority and work on the problem yourself before escalating.

In this scenario, the issue is about procurement. The project manager is working with a new vendor to
determine the relationship as part of the Conduct Procurements process. This means working with the
organization’s procurement department to determine a suitable contract with the vendor. The procurement
process includes working with the organization’s procurement department, conducting a make-or-buy
analysis, and setting up a master service agreement (MSA) that will govern work with the vendor.

This project manager has two stakeholders with conflicting schedule requirements. It’s important to find the
common ground and to validate the schedule requirements for the work at the same time. This can be don
by reviewing the critical path and schedule compression options to determine the actual shortest duration o
time it will take to complete the project activities.

Performing a cost-benefit analysis is wrong because we can’t assume that saving time is going to save any
money. The technology is probably going to add cost, even with the savings in resources. And it will add ri
so you would need to include a risk analysis. Tailoring a hybrid project with agile test iterations is risky
because you can’t jump into action right away without consulting stakeholders—or spend money, time, and
resources without approval. This may be a great idea for organizational learning, but you probably need to
get permission first to take such big steps. Finally, while project managers can perform business analysis
roles such as feasibility studies, this project has already started and, hence, is already deemed feasible.
This project manager is in a new situation and needs to build cohesive teams quickly. First, the project
manager should, with the team, conduct an analysis of the team structures to find out what is missing or
wrong and what can be improved. This will help build the team relationship. A conversation with the PMO
and organizational stakeholders to understand the company culture or structure can be partial answers, bu
the complete answer is to analyze the problem and determine how to improve the situation. A project chart
has no bearing on team dynamics.

First, we need to determine what happened. This is best done using root-cause analysis with the internal
team and stakeholders. Then, all stakeholders can be invited to collaboratively work toward a resolution.
Because of the complex nature of the project and the number of stakeholders from different organizations,
everyone should be involved at the point of resolution once the problem is understood. Escalation is not ye
appropriate until you rule out being able to solve the problem yourself.

As a good practice in communication with multiple parties involved in a conflict, a facilitated group discussi
eliminates siloed conversations that can lead to misunderstandings and more complexity.

Despite the potential high drama of this scenario, this is a simple case of a problem that needs to be
addressed. To safeguard the future of this project, the project manager should log the issue, remind the te
of organizational rules, update the compliance requirements for the project, and revise the team charter to
ensure the team is mindful of the rules going forward. Even though this was a costly and embarrassing
mistake, the project manager is the steward of the project and must take steps to ensure its success.

New designs are outside of the project scope and moving to restrict access to the confidential designs wou
probably not allow the team members to do their jobs. The project manager needs to be able to trust their
team and the team members must uphold the value of honesty and exhibit ethical behavior. This is a core
value of the PMI Code of Ethics and Professional Conduct.
The strongest motivators for a team include a shared mission or purpose within a cohesive team
environment. Motivation is about keeping people involved with purpose, not for fun or distraction. Structure
such as timeboxes can facilitate or expedite work, but this question is about motivation. In the context of th
project, a fail-fast approach will not work within an aggressive timeline in complex and highly regulated
market conditions. This will take steady leadership and a motivated team devoted to the vision.

The team should tailor the project to provide accountability to the schedule, but with scope flexibility for the
design phase. They can enable the incorporation of feedback iteratively from a large volume of potential en
users. The iterative approach to design with prototype creation could be a good solution, but this option do
not include an approach or plan for implementation.

The ICU manager’s participation is needed to fulfill the scope of the project, which is to achieve the best
schedule to upgrade and automate some of the daily cleaning tasks required by law. The project team mus
negotiate a solution that involves this stakeholder for the project to succeed; project success is critical, or t
hospital will be noncompliant with the law. Therefore, the project manager should determine how complian
can be met under the set of constraints.

The issue should already be flagged as a high priority; it is time to act. Running a simulation may work as a
workaround, but this project will require implementation when complete, and since the department was
skipped, success of the implementation cannot be guaranteed. Asking the project sponsor to apply their
power and influence to deliver a final decision negates the department head’s objections, which seem to
have merit—in a hospital, patient care and practitioner safety may supersede a predetermined cleaning
schedule.
We need an immediate response to address the issue and improve the scheduling process for the future.
The team can sit together with the scheduler and decide how to create an appropriate schedule. The proje
manager should answer team member A’s complaint as well as coach the scheduler on the dangerous
consequences of a scheduling error like this. Recording the incident in the lessons learned register will not
resolve the problem, but it is a useful step for learning on future projects.

Sometimes project teams must perform the role of the business analyst, validating the proposal or project
refining scope as the project is initiated. In this case, the benefits and business requirements should be
clarified before the project work begins.

Ensuring valuable outcomes for stakeholders means maintaining a collaborative relationship that focuses o
value delivery. Establishing success criteria for benefits delivery, again with the stakeholders, helps ensure
their buy-in. The other options could also be used to keep stakeholders informed, but they are not the
methods for deriving value.

Informing the sponsor is the right decision, but you need to be prepared with the cost and schedule impact
the sponsor can make a decision.

Project managers—and not anyone else—are responsible and accountable for ensuring projects comply w
all relevant laws, regulations, and standards. Risks of noncompliance have some of the most serious
consequences for projects, relative to other risk types. Whether the issue occurred during a project
manager’s tenure or before their arrival, it is up to them to make the correction and ensure the project mee
all required regulations. In this case, the issue needs to be escalated to the sponsor for the decision.
This project uses a hybrid approach, so while it is not clear how this team is planning their work for iteration
we should assume that their guidelines apply to agile iteration planning. No new work should be added
during an iteration in an agile approach. However, it would be fine to spend time on nonfunctional tasks like
clearing technical debt or ensuring that the team’s work adheres to code standards and technical
documentation. The team should not finish work early. This team is in the early stages of working together
so they are likely still figuring out their way of working and their velocity. In any case, the estimation of work
wrong here and the team should adjust this.

As the leader of this team, the project manager should hold the team accountable to their responsibilities
while motivating them to complete the work of the current project. Perhaps this team is bored or
unchallenged, but they still need to complete the work. No matter how it is structured, the repetitive task is
unavoidable. Motivation is different from incentivization. We should focus on empowering individuals and
teams to have a sense of ownership and common purpose for the work. Delegation to a junior team memb
may be a workable solution for the project, but this option should only be used if the team member will gain
something. Maslow’s Hierarchy of Needs and Herzburg’s Motivation-Hygiene theory are helpful here to
understand the value and principles of motivation. For the junior team member especially, the hygiene
factors are important, while the team in general needs to build their esteem and work on self-actualization.
The opportunity to innovate gives them that.

The SPI = 1.2, which indicates that the project is ahead of the deadline with a factor of 1.2. We know that
80% of the work is complete. The time consumed can be calculated as follows: 8 months / (divided by) 1.2
6.666 months. Therefore, the current time is July since the start date is 1 January.

The CPI is 1.1 and the rate of realization is 80%, which corresponds to a planned value (PV) of 80,000 –
80% of US$100,000. The actual cost is less than 80,000 since the CPI is > 1.

This calculation assumes that the project progresses at a constant rate during the timeline.

Note: Even though these and other formulas can be accomplished with automated tools, project managers
should know how to think and consider the whole picture of how the project is progressing and how
effectively the team is working.

The correct sequence and relationship of the actions involve validating deliverables with the customer and
verifying the quality of the deliverables through quality control metrics. Readiness for delivery is determined
based on these criteria.
This team member is not self-aware, and the project manager should take immediate action during the
meeting to stop the behavior that is creating a conflict and a potential risk with the customer present. The
meeting should be able to resume as intended. Coaching after the meeting about appropriate behavior
reinforces the team’s norms. Ignoring the behavior is equal to doing nothing, so the disruptive behavior wil
continue.

If tight controls, oversight, and careful planning are just as important to project success as meeting custom
requirements, then this project manager might have a difficult time keeping up with the pace of change from
the changing requirements while applying those controls, oversights, and careful plans. Even the most rob
change control process may not be responsive or quick enough to process changes in a timely way. If
customer requirements are changing all the time, then the scope is not fixed; it is flexible and needs to be
treated as an evolving set of requirements.

Demanding stakeholders are challenging, no matter the project approach used, as is managing overall risk
This project manager should pivot to use a hybrid development approach to progressively elaborate the
scope and tailor the change control process to be lightweight, but with strict controls and oversight applied
budget and quality.

The goals of this project are to regularize the company’s ability to operate, so we can assume the project is
critical and about redress. The project manager will need to conduct business analysis activities to determi
what it will cost to maintain operations in the current market conditions. The project manager will also need
work with internal stakeholders to create clear guidelines, so operations do not run afoul of the law again.

Because this project is about redress, the campaign to reimagine the company’s profile does not fit the
vision. Collaboration with the supplier is a high-risk option since it has violated an international law. This wi
put the company’s reputation at further risk. Legal action may be an outcome of the project, but it will not
address the negative publicity or correct the supply chain.\
Agile budgeting focuses on increments, so a fixed-price contract will not work. The suitable options include
master service agreement for known costs that will be incurred across the three projects and options that
grant flexibility while working with vendors. Contingency funding is for known risks, not for project expense

When negotiating agreements for a project, the first task is determining the boundaries for the negotiation
that agreement. In this case, once the team knows who is attending the sporting event, they can determine
their needs. All of the other listed tasks should be completed, but you first should understand what is need
by the stakeholders or end users so that the appropriate housing choices can be made within the project
constraints.

While the team member’s behavior is a confidential matter being handled by HR, the project manager shou
do something about the way the matter is affecting other team members and should handle this in a private
manner with a face-to-face meeting with the individual. It is not enough to monitor the situation, even
proactively, at this point since other team members are affected—it is now an issue affecting team morale.
The further risk here is that team performance could soon be affected. Retrospectives are an occasion to
discuss improvements within the team, work, and processes, but as this is a sensitive, personal matter, the
meeting is best.

Public stakeholders of projects that will have a direct impact on a community need to be consulted
meaningfully at the start of a project. At that time, it is possible to explore and explain the project vision and
benefits to them, as well as prepare them for any possible negative impacts.
The first step is to prioritize the issues according to impacts to scope, schedule, cost, and quality, and then
make decisions on how to address them. The team should understand the complexity of the situation befo
making any decision to escalate or change the schedule.

The project manager should seek advice from the legal department. The severity of the situation requires t
leadership and facilitation of the project manager, and not a consensus of the team. The project should
continue as the legal experts investigate the claim and the matter is hopefully resolved. The cost-benefit
analysis would help to determine the potential benefit of continuing in the case of liability and a financial
penalty occurs, but the action that should be taken now is legal consultation.